The article discusses the hierarchies of decision makers in non-profit sport clubs. On the basis of data, collected in 73 sport clubs from four South-East European countries, author identifies: a) ...who carries the largest part of responsibility for the organizational performance; b) who has the most important influence on HRM activities; and c) are those results in relation with the hierarchies of interest groups. The results indicate that private sponsors’ involvement significantly increases in top quality clubs, while the interferences of volunteers, local community, the state and municipal authorities are stronger in lower ranked clubs. The greatest responsibility for the clubs’ performance is on coaches, athletes, and clubs' presidents. In the field of HRM the influences of the sports directors, sponsors' representatives and agents increase, while the influence of the clubs' presidents decreases with the level of quality. Volunteers’ interference in clubs’ activities stimulates presidents’ influence on HRM, decreases the degree of director’s performance responsibility, and decreases head coaches’ and sport directors’ influence on HRM. On the other hand, the interference of private sponsors puts more pressure on the functions of head coach and top management.
The article examines the problem of ambiguities in the process of measuring the performance in non-profit sports clubs which is one of the main causes for disputes between various stakeholders in the ...process of determining organizational strategies and strategic objectives. The first objective is to use the non-profit basketball clubs as an example, to describe their specifics from the aspect of organizational performance and to reveal what exactly, beside the financial and sports results, is necessary to take into account for the performance evaluation in these organizations. The second objective is to disclose non-profit sport clubs’ actual strategic orientations.
The explorative factor analysis performed on performance estimations of 15 organizational goals was obtained on a sample of 73 non-profit basketball clubs from four South-Eastern European countries. The results indicate two basic strategic orientations of non-profit basketball clubs, namely financial-competitive and non-financial-recreational orientation. The findings may be helpful to clubs’ managements in the process of defining missions and hierarchy of strategic goals for their organizations.
The article examines the problem of ambiguities in the process of measuring the performance in non-profit sports clubs which is one of the main causes for disputes between various stakeholders in the ...process of determining organizational strategies and strategic objectives. The first objective is to use the non-profit basketball clubs as an example, to describe their specifics from the aspect of organizational performance and to reveal what exactly, beside the financial and sports results, is necessary to take into account for the performance evaluation in these organizations. The second objective is to disclose non-profit sport clubs’ actual strategic orientations. The explorative factor analysis performed on performance estimations of 15 organizational goals was obtained on a sample of 73 non-profit basketball clubs from four South-Eastern European countries. The results indicate two basic strategic orientations of non-profit basketball clubs, namely financial-competitive and non-financial-recreational orientation. The findings may be helpful to clubs’ managements in the process of defining missions and hierarchy of strategic goals for their organizations.
The aim of this paper is to discuss the issue of arbitrariness in the context of language
differentiation criteria. In the first part, the author summarizes the structuralist view of language
and, in ...the context of de Saussure's theory, critically analyzes certain interpretations
in Croatian linguistics, which are essential for distinguishing languages. The author argues
that language is always a product of society, and, at the same time, a society without history,
nationality, religion and other cultural and political elements does not exist. In the context
of determining the differences between languages and between dialect and language, the
author applies several differentiation criteria on the Croatian language (structural criterion,
intelligibility criterion, genetic criterion, identification criterion and standardization
criterion), and concludes that within certain criteria there are no clear boundaries, which
causes space for arbitration regarding the question whether two languages are identical or
different. However, the identification criterion is the clearest one, and it is consistent with
the principle that the language belongs to all its speakers. Finally, the paper emphasizes
the difference between the legitimacy and the real power for implementing the linguistic
reality and, in this context, emphasizes the importance of understanding the de Saussure's
consensual approach.
The purpose of this study is to examine how private funding
affects non-profit sport clubs in terms of their strategic decisions
and organisational performance. Data for the study were collected
from ...a survey of 73 basketball clubs’ managers from four Southeast
European countries. Explorative factor analysis and structural
equation modelling were employed. The results show that stronger
influence of public institutions, reflected in a higher proportion of
clubs’ funding from public resources, affects clubs’ strategies so that
clubs with a greater percentage of public funds: (1) emphasise risk
reduction more than fast results; (2) emphasise local community aims
more than top sport results; and (3) emphasise organisational growth
more than cost reduction. The study empirically verified the thesis that
clubs with a larger proportion of public funds are less successful in
terms of sport and financial results, which is partially a consequence of
their different strategic focus. The study offers a better understanding
of the relationships among the structure of clubs’ funding and its
direct (clubs’ strategic conduct) and indirect (clubs’ performance)
consequences.
Hrvatska će ove godine sudjelovati u organizaciji Europskog prvenstva u košarci. Gospodarska korist od tog događaja ovisit će o strukturi posjetitelja, koje će organizator uspjeti privući. Cilj ovog ...istraživanja bio je ukazati na obilježja posjetitelja istovjetnog sportskog događaja, koji se 2013. godine održao u Sloveniji. Podaci su prikupljeni na uzorku 2453 posjetitelja, a rezultati ukazuju na velike razlike u dnevnoj potrošnji stranih i domaćih posjetitelja, te su ujedno potvrdili prognozu o pozitivnoj povezanosti opsega dnevne potrošnje i percipirane važnosti sportskog događaja.
Using the data from 73 non-profit basketball clubs from four post-transitional Southeast European countries the article examines the potential causal relationship between 165 variables divided into ...four groups (organizational environment, strategies, human resource management (HRM), and behavior and feelings of organizational members) and two different aspects of organizational performance, namely competitive-financial and recreational-non-financial. The multiple regression analyses results disclose direct impact of the strategic focus on the organizational performance. The study provides explanation how the importance of different objectives from an aspect of club leadership affect the chances of enhancing the sport clubs performance from both perspectives. Higher performance is achieved by specialized clubs that pursue only one aspect of performance and strive for those goals that positively affect the same performance perspective. On the other hand, the HRM – performance analysis shows that many HRM factors correlate with organizational performance. However, regression analysis did not confirm any significant direct impact, which indicates that this causal relationship is indirect.
The article aims to explore and present the personnel structures and human resource management specifics of basketball clubs from four post-transitional South-East European countries. First, the ...author presents the post-transitional context, by conducting analyses of variance ant t-tests highlights the differences between clubs at different quality levels regarding financing and the degree of professionalization, and describes the implications on the personnel structures. The second part analyzes the impact of various stakeholders on human resource management processes, and in that context presents the head coach’s role in observed basketball clubs. The findings show the higher quality clubs have better infrastructure, larger financial budgets and obtain higher percentage of funds from private sources. First-division clubs are more professionalized and have larger administrative organizational parts compared to their second and third division counterparts. The largest share of responsibility for organizational performance is on head coaches, athletes, and clubs' presidents. The sporting directors’ influence on human resource management related decisions and their responsibility for the performance increase, while the influence of the clubs' presidents decreases with the quality of division. Finally, sponsors' representatives and athletes’ agents are also relatively more influential in higher-ranked clubs.
Croatia will this year take part in the organization of the European Basketball Championship. The economic benefits of this event will depend on the structure of visitors, who will be attracted by ...the organizer. The aim of this study was to analyse the features the EuroBasket 2013 visitors. Data were collected from the sample of 2,453 visitors. The results show huge difference between the daily expenditures of foreign and domestic visitors, and have also confirmed a positive connection between the scope of the visitors' daily expenditure and the perceived importance of the sport event.
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